I often get questions from the people I mentor in leadership, and one that comes up frequently is: "When is a good time to provide critical feedback?" My answer is always the same: give it in real-time. There doesn't need to be a buildup or an emotional high or low for you to give feedback. Feedback should just be a part of the culture. Patrick Lencioni, one of my favorite authors, reminds us that, “The single greatest advantage any company can achieve is organizational health. And the cornerstone of a healthy organization is the world’s most underutilized career development tool: feedback.”

Some people only want to hear feedback that feels good, and I admit, at times that includes me. However, over the years, I have found ways to seek feedback even when it doesn't feel good. Receiving feedback as a leader requires you to lean into being vulnerable—you never know what will be said when you empower people to just say it. I have heard some tough things and received reminders to slow down. Years ago, at the conclusion of a strategy session, I asked my colleagues, "What can I do to be a better leader to you?"

After some nervous shifting and me reiterating that I was only going to listen and, if necessary, ask clarifying questions, the statements started: "Orv, you move really fast," and "Sometimes you assign tasks for items that may be on your mind without us knowing who is on first, second, or third base." This generally happens when I have a lot going on and communicate through email. They added, "We'd prefer if you not give assignments through email without telling us who the lead is."

This feedback was powerful. They continued with a specific solution that works for them: “Much like you encourage us, use the RACI model to think about who you want to fill in what slot, or at a minimum, identify who you believe is best situated to lead, and they will complete the RACI."

Great feedback and a reminder: RACI stands for Responsible, Accountable, Consulted, and Informed. Each letter in the acronym represents the level of ownership each person involved in a project will have on an individual deliverable. I took the feedback in stride, I'm not perfect, but I am better.

Providing real-time feedback is crucial; it can mean the difference between a good working relationship and a great one. Any CEO, manager, or leader who waits until the end of a cycle to provide feedback misses an opportunity to build trust, team spirit, and superior performance. With so much going on, I find it helpful to commit simple concepts to memory. Here is a strategy I share with those I mentor to avoid overly intense feedback sessions and ensure ongoing engagement:

• Dialogue: Maintain open and continuous communication.
• Regularly: Schedule consistent check-ins and feedback sessions.
• Individual: Tailor feedback to the individual's role and performance.
• Performance: Focus on individual performance metrics and improvement, and tie it back to how it ladders up to the organizational scoreboard.

This DRIP approach ensures there are no surprises and provides an opportunity to course-correct if necessary. Remember, a CEO's, manager's, and leader's success is directly tied to their team's performance. Leaders want to see their teams achieve beyond their wildest imaginations.

Feedback should be part of the everyday culture, given promptly and constructively. This practice fosters a strong, trust-filled relationship and drives superior team performance.

• How do you currently integrate real-time feedback into your leadership style, and what challenges have you faced?
• In what ways could adopting the DRIP approach improve the performance and morale of your team?
• What steps can you take today to make feedback a more integral part of your organization’s culture?